title: Structural and psychological empowerment climates, performance, and the moderating role of shared felt accountability: a managerial perspective.
abstract: The authors proposed and tested a model in which data were collected from managers (n = 539) at 116 corporate-owned quick service restaurants to assess the structural and psychological empowerment process as moderated by shared-felt accountability on indices of performance from a managerial perspective. The authors found that empowering leadership climate positively relates to psychological empowerment climate. In turn, psychological empowerment climate relates to performance only under conditions of high-felt accountability; it does not relate to performance under conditions of low-felt accountability. Overall, the present results indicate that the quick-service restaurant managers, who feel more empowered, operate restaurants that perform better than managers who feel less empowered, but only when those empowered managers also feel a high sense of accountability.
authors.affiliation: Spears School of Business, Oklahoma State University, 700 North Greenwood, Tulsa, OK 74133, USA. craig.wallace@okstate.edu
authors.forename: J Craig
authors.initials: JC
authors.lastname: Wallace
authors.forename: Paul D
authors.initials: PD
authors.lastname: Johnson
authors.forename: Kimberly
authors.initials: K
authors.lastname: Mathe
authors.forename: Jeff
authors.initials: J
authors.lastname: Paul
mesh_terms: D000328:Adult; D004650:Employee Performance Appraisal / Q000592:standards*; D005260:Female; D006801:Humans; D007857:Leadership; D008297:Male; D015233:Models, Statistical; D015279:Organizational Culture; D010559:Personnel Management / Q000592:standards*; D011209:Power, Psychological; D011581:Psychological Tests; D012941:Social Responsibility; D014481:United States; D055815:Young Adult